Enter Kanban: 20th Century Leadership for 20th Century AcademiaDerek W. Wade
Slides from presentation for Lean/Kanban France (#LKFr12) October 2012. Photos property DePaul University. You may use this presentation, just please ask. :)
Enter Kanban: 20th Century Leadership for 20th Century AcademiaDerek W. Wade
Slides from presentation for Lean/Kanban France (#LKFr12) October 2012. Photos property DePaul University. You may use this presentation, just please ask. :)
Alliance Governance: Balancing Trust and Control in Dealing with RiskAlex Todd
When designing an alliance governance structure, managers have to choose between approaches based on control or on trust. This presentations proposes a framework to help managers decide which of the two is appropriate in a particular situation. Are control and trust substitutes or complements? What is the link between control, trust and risk? Our approach proposes that whether control and trust are substitutes or complements depends on the level and type of risk an alliance faces.
Strategy is not new for many business executives. Yet, many few companies can truly link their strategy to action.
Organizations need to implement EPM based on a measurement system to empower people, process and technology to deliver what is strategized!
This is the talk I am doing at the 2010 SQE Better Software/Agile Development Practices Conference in Vegas this week. Not much new, but this is a combination of several ideas from many of my existing presentations.
What gets measured gets done sustainability implementationSolAbility
A rough guide on how to implement sustainable management into the corporate DNA, based on proven & successful sustainability approach by the makers of 3 DJSI super-sector leaders
Lean is a way of thinking. It is a journey that is never over. It is a system framed in a collection of rules and principles. Current conditions and criteria must be examined. Some of the following 10 criteria may be more important than others to consider at the different phases of lean transformation.
Stop doing scrum - BE agile (a leadership guide)Pete Behrens
Too many organizations are following the Scrum framework AND fail to learn, grow and achieve their desired results. Many continuously thrash by tweaking Scrum or their organization but rarely see significant positive impact or change. Others may achieve pilot success only to stagnate trying to replicate that success at the enterprise level.
To achieve and sustain organizational agility, a completely different approach must be taken – it must be LED from the inside-out. This session will explore three organizations and their leaders who have thrived, sustained and grown their agility over 6 years from inside-out LEADERSHIP. That is, starting with their own personal leadership agility and organizational culture, they restructured their organization to BE agile. They are not “doing” Scrum AND they are extremely agile and winning!
Lean is a way of thinking. It is a journey that is never over. It is a system framed in a collection of rules and principles. Some of the following 10 criteria may be more important than others to consider at the different phases of lean transformation.
Alliance governance: Balancing Trust and Control in Dealing with RiskAlex Todd
Every alliance requires that at the outset there are ways and means to establish sufficient trust for the parties to share information fully and to make timely decisions regarding joint investments and activities. Additionally, there are always times during the life cycle of an alliance when trust is challenged (key people change, surprises happen, partners become complacent and let communications lapse, etc.). So how do alliance managers develop and preserve a sufficient level of trust and deal with situations where trust erodes and needs to be shored up again?
When designing an alliance governance structure, managers have to choose between approaches based on control or on trust. This presentations proposes a framework to help managers decide which of the two is appropriate in a particular situation. Are control and trust substitutes or complements? What is the link between control, trust and risk? Our approach proposes that whether control and trust are substitutes or complements depends on the level and type of risk an alliance faces. In high risk situations companies use complex combinations of control and trust in a complementary way.
Session for MACPA's Beach Retreat on July 6, 2012. The 5 C's (seas) Change, Complexity, Compliance, Convergence, and Competition. We covered the latest trends in social business and what it means from a leadership and change management perspective.
The Intersection of Risk, Security, and PerformanceResolver Inc.
In many organizations, risk is seen as a compliance function, corporate security as something we have to do but reluctantly, and neither is connected to enabling success. How can leaders of these functions break out of any silo mentality and help leadership connect their essential work to the achievement of enterprise objectives? How can corporate security, risk, and internal audit work together?
Presentation by: Norman Marks, Evangelist and Mentor, OCEG Fellow
You want your people to buy into your vision of the future. You want to attract and keep premier talent. You want your employees to adopt a stewardship mindset and “own” results. You want all stakeholders to feel they are a part of the company’s success. You also want all stakeholders equally invested in preventing mistakes that can set the company back.
You recognize that’s a tall order in the best of times. But in today’s chaotic business environment, the challenge is even greater. So, what should you do?
This broadcast was created to help you answer that question.
Lead the Play: Leadership Lessons from Space PiratesDerek W. Wade
What if you could organize and motivate people to double their highest-expected productivity goals? Early in 2017, a group of several hundred independent players of the futuristic massively-multiplayer video game Elite:Dangerous faced all the above organizational challenges did just that. And they did it despite the "cutthroat" culture of online games. We'll explore the structural, social, and cognitive factors which enabled this large distributed team of casual volunteers to deliver twice as much as their nearest competition. And we'll uncover how to amplify those factors in your own workplace.
You'll learn the powerful effects of making individual contributions visible, expanding the scope of your regular team synchronizations, having a loose leadership hierarchy, and encouraging diffusion of innovation. And you'll see how community engagement is an essential quality of a servant leadership culture. This is a compelling story about leadership that's relatable to anyone regardless of their interest in or experience with Agile, online gaming, or space pirates.
Manage the Research, Not the ResearchersDerek W. Wade
Workshop with Susan Eller of Stanford School of Medicine, conducted at 2018 Science of Team Science in Galveston TX. Key concepts from product development and kanban management methods as applied to interdisciplinary science, research, and academic education teams.
Alliance Governance: Balancing Trust and Control in Dealing with RiskAlex Todd
When designing an alliance governance structure, managers have to choose between approaches based on control or on trust. This presentations proposes a framework to help managers decide which of the two is appropriate in a particular situation. Are control and trust substitutes or complements? What is the link between control, trust and risk? Our approach proposes that whether control and trust are substitutes or complements depends on the level and type of risk an alliance faces.
Strategy is not new for many business executives. Yet, many few companies can truly link their strategy to action.
Organizations need to implement EPM based on a measurement system to empower people, process and technology to deliver what is strategized!
This is the talk I am doing at the 2010 SQE Better Software/Agile Development Practices Conference in Vegas this week. Not much new, but this is a combination of several ideas from many of my existing presentations.
What gets measured gets done sustainability implementationSolAbility
A rough guide on how to implement sustainable management into the corporate DNA, based on proven & successful sustainability approach by the makers of 3 DJSI super-sector leaders
Lean is a way of thinking. It is a journey that is never over. It is a system framed in a collection of rules and principles. Current conditions and criteria must be examined. Some of the following 10 criteria may be more important than others to consider at the different phases of lean transformation.
Stop doing scrum - BE agile (a leadership guide)Pete Behrens
Too many organizations are following the Scrum framework AND fail to learn, grow and achieve their desired results. Many continuously thrash by tweaking Scrum or their organization but rarely see significant positive impact or change. Others may achieve pilot success only to stagnate trying to replicate that success at the enterprise level.
To achieve and sustain organizational agility, a completely different approach must be taken – it must be LED from the inside-out. This session will explore three organizations and their leaders who have thrived, sustained and grown their agility over 6 years from inside-out LEADERSHIP. That is, starting with their own personal leadership agility and organizational culture, they restructured their organization to BE agile. They are not “doing” Scrum AND they are extremely agile and winning!
Lean is a way of thinking. It is a journey that is never over. It is a system framed in a collection of rules and principles. Some of the following 10 criteria may be more important than others to consider at the different phases of lean transformation.
Alliance governance: Balancing Trust and Control in Dealing with RiskAlex Todd
Every alliance requires that at the outset there are ways and means to establish sufficient trust for the parties to share information fully and to make timely decisions regarding joint investments and activities. Additionally, there are always times during the life cycle of an alliance when trust is challenged (key people change, surprises happen, partners become complacent and let communications lapse, etc.). So how do alliance managers develop and preserve a sufficient level of trust and deal with situations where trust erodes and needs to be shored up again?
When designing an alliance governance structure, managers have to choose between approaches based on control or on trust. This presentations proposes a framework to help managers decide which of the two is appropriate in a particular situation. Are control and trust substitutes or complements? What is the link between control, trust and risk? Our approach proposes that whether control and trust are substitutes or complements depends on the level and type of risk an alliance faces. In high risk situations companies use complex combinations of control and trust in a complementary way.
Session for MACPA's Beach Retreat on July 6, 2012. The 5 C's (seas) Change, Complexity, Compliance, Convergence, and Competition. We covered the latest trends in social business and what it means from a leadership and change management perspective.
The Intersection of Risk, Security, and PerformanceResolver Inc.
In many organizations, risk is seen as a compliance function, corporate security as something we have to do but reluctantly, and neither is connected to enabling success. How can leaders of these functions break out of any silo mentality and help leadership connect their essential work to the achievement of enterprise objectives? How can corporate security, risk, and internal audit work together?
Presentation by: Norman Marks, Evangelist and Mentor, OCEG Fellow
You want your people to buy into your vision of the future. You want to attract and keep premier talent. You want your employees to adopt a stewardship mindset and “own” results. You want all stakeholders to feel they are a part of the company’s success. You also want all stakeholders equally invested in preventing mistakes that can set the company back.
You recognize that’s a tall order in the best of times. But in today’s chaotic business environment, the challenge is even greater. So, what should you do?
This broadcast was created to help you answer that question.
Lead the Play: Leadership Lessons from Space PiratesDerek W. Wade
What if you could organize and motivate people to double their highest-expected productivity goals? Early in 2017, a group of several hundred independent players of the futuristic massively-multiplayer video game Elite:Dangerous faced all the above organizational challenges did just that. And they did it despite the "cutthroat" culture of online games. We'll explore the structural, social, and cognitive factors which enabled this large distributed team of casual volunteers to deliver twice as much as their nearest competition. And we'll uncover how to amplify those factors in your own workplace.
You'll learn the powerful effects of making individual contributions visible, expanding the scope of your regular team synchronizations, having a loose leadership hierarchy, and encouraging diffusion of innovation. And you'll see how community engagement is an essential quality of a servant leadership culture. This is a compelling story about leadership that's relatable to anyone regardless of their interest in or experience with Agile, online gaming, or space pirates.
Manage the Research, Not the ResearchersDerek W. Wade
Workshop with Susan Eller of Stanford School of Medicine, conducted at 2018 Science of Team Science in Galveston TX. Key concepts from product development and kanban management methods as applied to interdisciplinary science, research, and academic education teams.
As requested after my session at Agile Coach Camp US in 2015, here's how I sometimes use a mashup of the Stacey Matrix and the Cynefin framework to avoid analysis paralysis.
Complexity, Emergence, Leadership, and "Wide Mind"Derek W. Wade
Final version for 2017 -- "Agile Leadership Strategies: Winning the War on Complexity." Presented/evolved at AgileIndy, TechWell Agile Dev West, AgileAlliance, and Toronto Agile. Many organizational problems in the 21st century stem from an ineffective approach to dealing with complex systems. But the nature of complexity itself is what allows us to effectively lead our organizations... if we also remember some truths about the human minds that make up our organization.
21st Century Techniques for Achieving Collaboration (Despite the Hidden Curriculum). Presented at Science of Team Science 2017, Clearwater FL.
Interdisciplinary research (IDR) and interdisciplinary product development (IPD) share characteristics and collaboration challenges. Over the past 20 years, the product development field has resolved many of these challenges. This talk highlights how IPD has overcome these challenges, practices that are in place in 21st century collaborative workplaces, and warnings for applying these practices.
Wide Mind: Leadership Strategies for ComplexityDerek W. Wade
Derek W. Wade’s background in Cognitive Science has shown him that humans have innate skills at managing this complexity. But too often, he sees leaders waste precious human capital because they don’t understand how these skills work. Over the last 6 years, Derek has explored Team Science — which evolved from studying aviation, clinical, and military teams — for practical insights into how people work best together.
The Generative Dance of Knowledge IntegrationDerek W. Wade
**Click "Notes" below for a transcript of the talk as it was given**
The difficulties of developing and integrating shared mental models across the disparate disciplines of supposedly interdisciplinary teams is a key barrier to the realization of novel research directions and innovative outcomes.
This presentation appeared at Science of Team Science 2013, and was itself the product of a trans-disciplinary collaboration. It considers this problem within two analogous contexts: that of interdisciplinary research (IDR) teams in scientific disciplines and of interdisciplinary product development (IPD) teams in the consumer-driven software market.
We compare IDR teams and IDP teams using the widely applied Scrum agile management framework in terms of composition and challenges to interdisciplinary work, structure and problem domain and knowledge integration processes as they seek direction and delivery of results.
We all know Agile leaders foster self-organization, so why do many have little effect on their teams, or worse, actually harm their effectiveness? People act in ways that are rational to them, but differences in internal mental models can make people seem irrational to us. By uncovering your team’s mental models, you can help them achieve a common rationale. This leads to stronger, integrated teams.
Bad-Ass Double-Loop Learning (From Judgmental to Good Judgement)Derek W. Wade
Slides from an experiential simulation session on effective interactions -- given first at San Francisco Agile 2011 conference (SFAgile2011) and then Agile 2011 Salt Lake City (Agile2011)
Slides for a seminar in "adaptive projects". This is Agile/Scrum for non-software people. Most interesting use of this seminar was for a neighborhood association who wanted to "iterate" over a better neighborhood, but was tired of endless planning meetings.
Agile Isn't What You Do (It's What You Think)Derek W. Wade
As Martin Fowler pointed out at keynote for Agile Tour Toronto 2010, there are 1900's-era mental models in use which affect software development today.
I go into a bit more depth about mental models, and propose an alternate to help guide Agile work -- in IT or in other domains.
We finish with the InnovationGame(tm) "Give Them A Hot Tub" to help attendees solidify the benefits of a model other than Taylorism.
Agile is about people and collaboration. When we try to do distributed Agile, we can forget that and focus on tools.
This presentation (recently delivered at the GE Agile Conference in Detroit) shows some of the reasons we fall into management modes which harm Agile teams -- and some ways to foster the true spirit of Agile even for remote workers.
Serious Play: Cognitive Aspects (module)Derek W. Wade
Module 2 of my course "Innovation Games(tm) for Agile Teams and Organizational Change"
Course based on and includes the work of Luke Hohmann, Enthiosis, and the Innovation Games(tm) Company.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Authentically Social by Corey Perlman - EO Puerto Rico
The Team/Organization Loop of Trust
1. The Team/Organization Loop of Trust
“Remove impediments and
you’ll get delivery!”
Org action
Team action
ⓒ Kumido Adaptive Strategies LLC
...or so say the Agile principles
of self-organization and
facilitative leadership.
But what actually happens?
www.kumido.com
2. The Team/Organization Loop of Trust
Org action
Team action
To be resolved, the impact of
impediments must be kept visible.
The more they are resolved,
the more they will be raised.
Emergent property
ⓒ Kumido Adaptive Strategies LLC
www.kumido.com
3. The Team/Organization Loop of Trust
Org action
Team action
Emergent property
ⓒ Kumido Adaptive Strategies LLC
But delivery is also a function of
team focus, from tangible goals.
More delivery means healthier
organization involvement.
www.kumido.com
4. The Team/Organization Loop of Trust
Org action
Team action
Emergent property
ⓒ Kumido Adaptive Strategies LLC
This is a reinforcing loop, built on the trust created by
the team’s visibility and the organization’s engagement.
Problem resolution and delivery do feed each other...
but only when supported by clarity of purpose and
visibility into the cost of impediments to flow.
It can be a virtuous cycle... or a vicious cycle.
www.kumido.com